Changes in the healthcare system in relation to human resource conditions have somehow adversely influenced organizational effectiveness. In particular, this has exposed the FLNMs to multidimensional and ambiguity roles (management and clinical skills). Studies on FLNMs' roles have been conducted to clarify this, but little consensus has been reached so far. An exploratory qualitative research method is utilized to describe the terminologies "FLNMs' roles". In this regard, sixty text samples are conveniently selected as a secondary data (published articles, health care documentaries, and books from 2001-2012). Meanwhile, qualitative content analysis on the roles of FLNMs has been conducted on one thousand units (sentences or paragraphs in accessible sources) that appeared the FLNMs' role messages. Results indicated that their roles can be categorized into three main codes and 17 subcategories or factors, i.e., Planning (P 1 -P 7 ), Organizing (Q 8-Q 12 ), and Leadership (L 13-L 17 ). More than 50% of the sources have cited "report delivery" and "patient care (health education)" of the planning role; "staff training and education" and "participation in training programs" of the organizing role; and "staff evaluation form and worker training" of the leadership role in their studies. This review has determined three central constructs of Mintzbergs' (1990) theory, including; "Interpersonal contact (IC)", "Information processing (IP)", and "Decision making (DM)" as a conceptual framework of FLNMs' roles. Further studies need to be established to study other important factors involved.

Background: The last few decades saw an intense development in information technology (IT) and it has affected the ways organisations achieve their goals. Training, in every organisation is an ongoing process that aims to update employees’ knowledge and skills towards goals attainment. Through adequate deployment of IT, organisations can effectively meet their training needs. However, for successful IT integration in training, the employees who will use the system should be positively disposed towards it. This study predicts employees’ intention to use the e-training system by extending the technology acceptance model (TAM) using interactivity and trust. Methods: Two hundred and fourteen employees participated in the study and structural equation modelling was used in the analysis. Results: The findings of the structural equation modelling reveal that interactivity, trust, perceived usefulness and perceived ease of use have direct and positive effects on employees’ intention to use e-training. It was also shown that perceived ease of use had no effects on perceived usefulness, while trust has the strongest indirect effects on employees’ intention. In addition, the results of Importance-Performance Map Analysis (IPMA), which compares the contributions of each construct to the importance and performance of the model, indicate that to predict intention to use e-training, priorities should be accorded to trust and perceived usefulness.

In the process of decentralization, the role of Human Resource (HR) Manager has changed from having overall responsibility for employees to having responsibility for the management of the organization. Despite the aforementioned fact, a gap in the knowledge can be detected in the field of systematic evaluations of the claims that it is linked to effectiveness and doubts. This review has determined influence of HR practices on the three basic patterns base on Resource based view. Further studies need to be established to study other important factors involved.